1. Decide what positions you’ll have to fill through Manpower planning and forecasting. 2. Build a pool of candidates for these jobs by recruiting internal or external candidates. 3. Have candidates complete application forms and perhaps undergo an initial screening interview. 4. Use selection techniques like tests, background investigations and physical exams to identify viable candidates. 5. Decide who to make an offer to, by having the supervisor and perhaps others on the team to interview the candidates.
Planning and forecasting:
Employment or Manpower planning is the process of deciding what positions the firm will have to fill, and how to fill them. Manpower planning covers all future positions from maintenance clerk to CEO. However, most firms call the process of deciding how to fill company’s most important executive jobs succession planning.
Employment planning should be an integral part of a firm’s strategic and HR planning processes. Plans to enter new businesses, build new plants, or reduce costs all influence the types of positions the firm will need to fill. Thus, when JDS Uniphase, which designs, develops, and manufactures market products for the fiber optics market, decided to expand its Melbourne Florida, operations, its managers knew they’d have to expand its employment there from 140 people to almost 750. That meant they needed plans for who to hire, how to screen applicants, and when to put the plans into place.
One big question is whether to fill projected openings from within or from outside the firm. In other words, should you plan to fill positions with current employees or by recruiting from outside? Each option produces its own set of HR plans. Current employees may require training, development, and coaching before they’re ready to fill new jobs. Going outside requires a decisions about what recruiting sources to use, among other things.